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Global Human Capital Trends 2015Leading in the new world of work
This year’s 10 trends are focused on four broad areas
LEADING REINVENTINGLeadership: Why a perennial issue?Companies are struggling to develop leaders at all levels and are investing in new and accelerated leadership models.
Reinventing HR: An extreme makeoverHR is undergoing an extreme makeover to deliver greater business impact and drive HR and business innovation.
Learning and development: Into the spotlightCompanies are actively exploring new approaches to learning and development as they confront increasing skills gaps.
HR and people analytics: Stuck in neutralToo few organizations are actively implementing talent analytics capabilities to address complex business and talent needs.
People data everywhere: Bringing the outside inHR and talent organizations are expanding their HR data strategies by harnessing and integrating third-party data about their people from social media platforms.
ENGAGINGCulture and engagement: The naked organizationOrganizations are recognizing the need to focus on culture and dramatically improve employee engagement as they face a looming crisis in engagement and retention.
Workforce on demand: Are you ready? Companies are taking a more sophisticated approach to managing all aspects of the workforce, including the hourly, contingent, and contract workforce.
Performance management: The secret ingredientOrganizations are replacing traditional performance management with innovative performance solutions.
REIMAGININGSimplification of work: The coming revolutionOrganizations are simplifying work environments and practices in response to information overload and increasing organization and system complexity, and information overload.
Machines as talent: Collaboration, not competitionThe increasing power of computers and software to automate and replace knowledge workers is challenging organizations to rethink the design of work and the skills their employees need to succeed.
THE secret is out. Many organizations used to think of performance management as a
backward-looking assessment program owned by HR. No longer. Performance management is being reinvented for a new, forward-looking purpose: to serve as an efficient, focused busi-ness process that improves employee engage-ment and drives business results.
Redesigned performance management processes may or may not include year-end ratings, but across the board, they tend to focus less on evaluation and more on agile goal setting, regular feedback, coaching, and development. They shift the focus away from forced-distribution rank-ings and much more toward helping manag-ers coach people to succeed. By changing this one HR “ingredient,” it is possible to affect many others.
Our research indicates that the transforma-tion of the aging performance management process is long overdue. Last year, only 8 percent of the HR respondents in our survey believed that their performance management process drove business value.1 This year, the importance of performance management rose significantly, with 75 percent of respon-
dents rating it an “important” or “very important” issue, up from 68 percent last year.
So far, how-ever, the rising importance of revamping performance
management is just beginning to translate into a positive view of the process. Just 10 percent of survey respondents believe that perfor-mance management is a good use of time (slightly more than the 6 percent from last year), and just over half (56 percent) believe that it positively affects employee engagement and performance (figure 1). Moreover, the
Performance management: The secret ingredient
• As companies struggle with leadership, engagement, and capability challenges, they are realizing that the performance management process affects all of these challenges.
• Change is underway: 89 percent of respondents recently changed their performance management process or plan to change it within 18 months.
• Innovative new performance management models are now becoming an imperative as businesses modernize and improve their talent solutions. Companies leading this transformation are redefining the way they set goals and evaluate performance, focusing heavily on coaching and feedback and looking for new technologies to make performance management easier.
Our research indicates that the transformation of the aging performance management
process is long overdue.
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Graphic: Deloitte University Press | DUPress.com
-33 Australia
-21 China
The Deloitte Human Capital Capability Gap is a research-based score that shows HR’s relative capability gap by looking at the difference between respondents’ average “readiness” and “importance” ratings for each trend, indexed on a 0–100 scale. It is computed by taking the “readiness” index score and subtracting the “importance” index score. For example, a trend with a readiness index score of 50 and an importance index score of 80 would produce a capability gap of -30. Negative values suggest a shortfall in capability, while positive values suggest a capability surplus.
Germany -23
NorthAmerica
Latin & SouthAmerica
Nordic countries
Western Europe
Central & Eastern Europe
Middle East Africa Asia Oceania-27 -32 -28 -26 -32 -34 -34 -27 -31
Italy -27
UK -21
Canada -26
Belgium -36
-37 Netherlands
Spain -28
Brazil
Netherlands
Belgium
South Africa
Australia
Japan
France
Mexico
India
Spain
US
Italy
Canada
Germany
China
United Kingdom
Capability gaps in selected countries:
Capability gaps by region:
-55 -5
-39
-37
-36
-36
-33
-31
-30
-30
-29
-28
-28
-27
-26
-23
-21
-21
Europe, Middle East, and AfricaAmericas Asia-Pacific
SoutheastAsia
-30
France -30
US -28
-39 Brazil
Mexico -30
-29 India
-36 South Africa
-31 Japan
Figure 2. Performance management: Capability gap by region
Graphic: Deloitte University Press | DUPress.com
Driving feedback and development through performance process
Demonstrating performance process as an
effective use of time1% 49% 40% 10%
Driving business value through performance
process34% 54% 12%
Driving engagement and high performance through
performance process44% 46% 10%
51%1% 37% 11%
Not applicable Weak Adequate Excellent
Figure 1. Respondents’ evaluation of their performance management processes
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overall capability gap in performance manage-ment grew by almost one-third. (See figure 2 for capability gaps across regions and selected countries.)
Our survey results present a clear signal that the pressure to change is acute and that companies are finally taking steps to address the problem (figure 3).
What is driving the urgency around perfor-mance management? One factor could be that today’s biggest challenges include engagement, retention, and capability development. Most companies tell us that an “up or out” perfor-mance management process alone simply does not help address these challenges, and in many cases makes them worse. A large life sciences company, for example, discovered through research that its performance discussions were focused primarily on an employee’s level of pay rather than on useful feedback, coaching, and performance improvement.
A well-functioning performance manage-ment process should facilitate good manage-ment by good managers who are trained as coaches and mentors rather than as evalua-tors and graders. Today’s job market is highly dynamic and transparent. High-potential young employees want regular feedback and career progression advice, not just “once and done” reviews. And companies are finding significant gaps in leadership and capabilities that need to be addressed.
As companies reengineer performance management, many changes have occurred over the past year.
• The agile movement has permeated busi-ness, changing how companies set goals and manage people. Intel, for instance, uses a transparent, agile goal management process known as OKR (Objectives and Key Results) that focuses on giving people stretch goals and helping them to establish regular, achievable results that others can support.2 This approach, which is cur-rently sweeping across technology compa-nies, illustrates how dynamic the process should be.
• A number of companies, including Adobe, Juniper, and Microsoft, have revamped the process to reduce the impact of rat-ings.3 This reflects a recognition that
Graphic: Deloitte University Press | DUPress.com
18%
29%
42%
11%
10%0 20% 30% 40% 50%
Plan to review in the next 18 months
Currently evaluating
Reviewed and updated in the last 18 months
No plans to review
Figure 3. Respondents’ plans for updating performance management systems
Today’s job market is highly dynamic and transparent. High-potential young employees want regular feedback and career progression advice, not just “once and done” reviews.
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ratings-based performance management negatively impacts culture and engagement, which ranks as the most important issue in our survey. Research has shown that giving numeric ratings undermines engagement and self-confidence.4
• A new focus on managing to strengths, not weaknesses, is emerging. Research shows that a person’s best performance comes when they are given meaningful work that leverages their personal strengths and aspi-rations. Rather than simply evaluate people against goals, new performance models help create jobs or move people into roles where they can succeed.5
• Technology now makes transparent goal-setting and agile performance manage-ment easier than ever. A host of new tools permits employees to share their goals, provide feedback and recogni-tion to oth-ers online, and even “gamify” the performance management process to make it more productive and useful.
• The link between performance manage-ment and compensation is weakening. Traditionally, organizations directly linked raises to performance ratings, making these ratings even more threatening and disrup-tive to employees. Today, the compensation process is being broadened.6 Companies are starting to base compensation decisions on the competitive value of an employee and real-world market conditions.
With the advent of more tools for real-time, pulse-based monitoring of feedback and engagement, the performance manage-ment process is becoming more integrated with strategies for employee engagement. For example, a large insurance company, which is going through a major restructuring to build global business units in Asia, is using the rede-sign of its performance management process to drive change and bring its new management philosophy to its people. Already, the pro-cess of discussing, redesigning, and training people on the process is re-energizing the entire organization.
Feedback and team management are also integral to performance management redesign. New models focus on team-centric goal-setting and tools to help teams improve collaboration and performance. Bottom-up feedback from employees, often gathered through the engage-
ment process, helps managers see their own weaknesses and improve their own perfor-mance. This, in turn, makes the performance management process more developmental for both leaders and their teams.
Finally and unsurprisingly, data is becom-ing an even more important part of the per-formance management process, and new tools are accelerating this ongoing development. For example, today, many companies model their performance process around the normal distri-bution or bell curve. Yet this distribution does not accurately model business performance.7 When companies hire top people and coach them to succeed, the performance curve often shifts to reflect many high performers and a small number of “hyper-performers.” By look-ing more carefully at the real distribution of
Bottom-up feedback from employees, often gathered
through the engagement process, helps managers see their own weaknesses and improve their
own performance.
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performance, companies can accurately reward those who contribute the most.
Lessons from the front lines
Last year, we examined Adobe, which abolished performance scores in 2012. In their place, Adobe instituted “check-ins”—ongoing discussions between managers and employees to set expectations, offer feedback on perfor-mance, and recognize strong work. The initial impact was profound: Adobe benefited from a 30 percent reduction in voluntary turnover in a highly competitive talent environment.
Last fall, we checked in on the company’s “Check-in” program and found that Adobe’s leaders were focusing on three major areas: increasing the organization’s comfort with the program, reinforcing the need for check-ins, and integrating the approach into other areas of talent management. Adobe found that man-agers had difficulty with growth discussions, as they felt they did not have all the answers for staff in guiding them around promotional opportunities. In response, Adobe developed a series of resources focusing on coaching and growth to equip managers to be better coaches and to ask powerful questions. Importantly, the curriculum focused not just on training managers, but also on training employees to coach themselves and drive their own growth. The organization also reframed the concept of growth to focus on growing one’s own skills to continue to remain relevant in a rapidly changing environment.
Adobe has also reinforced the need for check-ins by having senior manager role models share their Check-in experiences with employees throughout the organization. The company has also put a large emphasis on ensuring that managers of managers are checking in on the Check-in experience. In addition, managers who receive low scores on the employee engagement survey receive feedback on how to improve their Check-in practices. Finally, Adobe has worked to integrate Check-in into other areas of talent management. New employees receive training
on Check-in during the onboarding process. “Role-modeling Check-in” is now one of the five leadership competencies that all leaders at Adobe must demonstrate.
Nearly three years into the process, Adobe’s HR leaders believe that people find it much easier to start a conversation regarding perfor-mance. Further, engagement surveys show that employees have higher expectations of perfor-mance conversations and receive better feed-back than ever before. Turnover levels remain very low, with voluntary attrition continuing to decline, despite the exceptionally competitive talent market in which Adobe operates.
Where companies can start
• Simplify: Get rid of unnecessary, time-consuming, paper-filled steps.
• Align philosophy with strategy: Explicitly define the company’s performance manage-ment philosophy and be sure that this phi-losophy is aligned with the organization’s strategy and culture. Clarify the behaviors expected of managers and senior business leaders as a part of this process. Determine
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BOTTOM LINE
Done poorly, performance management can not only waste valuable time, but also have a negative effect on engagement and retention. Done well, it can be one of the most inspiring and developmental events in an employee’s career, as well as drive performance improvements and organization-wide results.
Look hard at your performance process and push toward simplification and strengths-based assessment and coaching. Train managers on how to give feedback. Goals should be agile and updated regularly, and software should be simple and easy to use. The days of traditional appraisals and forced ranking are coming to an end; performance management is now a tool for greater employee engagement.
the firm’s philosophy and strategy before choosing software to implement it.
• Separate performance from compensa-tion: Take a step back and think about the entire structure before moving ahead with process reform. Disconnect performance management conversations from compen-sation conversations. Discussions about compensation often block an employee’s ability to hear and adopt the feedback that can lead to improved performance.8
• Build a new performance management culture: Encourage ongoing feedback, enable effective coaching through train-ing, and use change management and
communications teams to shift the per-formance management culture from an emphasis on top-down evaluation to continuous development.
• Empower local managers: Give manag-ers the authority to recognize and reward employee performance throughout the year. Invest in leadership development that helps managers learn how to coach and develop their teams.
• Ditch the curve: Tying employees to a normalized curve can inhibit performance. Relax the curve and let local management decide where to spend incremental dollars.
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Endnotes
1. Lisa Barry, Andrew Erhardt-Lewis, Stacia Garr, and Andy Liakopoulos, Performance manage-ment is broken: Replace “rank and yank” with coaching and development, Deloitte University Press, March 4, 2014, http://dupress.com/arti-cles/hc-trends-2014-performance-management/.
2. “OKR,” Wikipedia, http://en.wikipedia.org/wiki/OKR.
3. Stacia Sherman Garr, Reengineering for agility: How Adobe eliminated performance appraisals, Bersin by Deloitte, September 2013, http://www.bersin.com/library; Stacia Sherman Garr, How Juniper moved beyond performance scores to align performance management to organizational values: Part 4 of the Abolishing Performance Scores webinar series, Bersin by Deloitte, De-cember 5, 2013, http://www.bersin.com/library; Shira Ovide and Rachel Feintzeig, “Microsoft abandons ‘stack ranking’ of employees: Software giant will end controversial practice of forcing managers to designate stars, underperformers,” Wall Street Journal, November 12, 2013, http://online.wsj.com/news/articles/SB10001424052
702303460004579193951987616572?mod=WSJ_hps_MIDDLENexttoWhatsNewsFifth.
4. David Rock, “SCARF: A brain-based model for collaborating with and influencing others,” Neu-roLeadership Journal, 2008, http://www.your-brain-at-work.com/files/NLJ_SCARFUS.pdf.
5. Josh Bersin, “Becoming irresistible: A new model for employee engagement,” Deloitte Re-view 16, http://dupress.com/articles/employee-engagement-strategies/.
6. To understand why forced ranking and the nor-mal curve no longer describe the pattern of per-formance in most companies, read Josh Bersin,
“The myth of the bell curve: Look for the hyper-performers,” Forbes, February 19, 2014, http://www.forbes.com/sites/joshbersin/2014/02/19/the-myth-of-the-bell-curve-look-for-the-hyper-performers/.
7. Ibid.
8. Barry, Erhardt-Lewis, Garr, and Liakopoulos, Performance management is broken.
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Authors
David Parent, Deloitte Consulting LLP | [email protected]
A principal with Deloitte Consulting LLP, David Parent has helped numerous organizations assess and improve their approaches to talent management and HR operations to meet business objectives. He leads clients through HR transformations or redesigns encompassing the organizational, process, service delivery, and people dimensions, and has facilitated change management on large mergers and technology projects. Parent holds several internal leadership roles focused on recruiting and developing talent.
Nathan Sloan, Deloitte Consulting LLP | [email protected]
Nathan Sloan is a principal in Deloitte Consulting LLP’s Human Capital practice based out of Charlotte, NC. He has over 15 years of experience working with compa-nies to determine the organizational and talent priorities required to implement their business strategies. He focuses on organizations in the retail and wholesale distribu-tion sector. Sloan is the leader for Deloitte’s National Talent Strategies practice and oversees the development of all talent management solutions.
Akio Tsuchida, Deloitte Tohmatsu Consulting Co., Ltd | [email protected]
Akio Tsuchida is the Human Capital leader for Japan. With more than 15 years of human capital consulting experience, Tsuchida has rich expertise in total rewards and performance management, executive compensation, workforce planning, and talent management. He has led large-scale business transformation projects related to cross-border M&A, post-merger integration, corporate restructuring, and glo-balization. He has a master’s degree in labor relations and human resources from Michigan State University.
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Editors
Josh Bersin, Bersin by Deloitte, Deloitte Consulting LLP | [email protected]
Josh Bersin founded Bersin & Associates, now Bersin by Deloitte, in 2001 to provide research and advisory services focused on corporate learning. He is an active researcher and industry analyst, a frequent speaker at industry events, and a popular blogger. He has spent 25 years in product development, product management, marketing, and sales of e-learning and other enterprise technologies.
Dimple Agarwal, Deloitte MCS Limited | [email protected]
Dimple Agarwal is the global leader for Organization Transformation and Talent. She consults at the C-suite level on operating model and organization design, HR and talent strategies, merger integration, and major transformation programs. Agarwal’s 20 years of consulting experience includes working in the UK, Netherlands, France, Switzerland, India, Malaysia, Nigeria, and the UAE.
Bill Pelster, Deloitte Consulting LLP | [email protected]
Bill Pelster is a Deloitte Consulting LLP principal with over 20 years of industry and consulting experience. In his current role, he is responsible for leading the Integrated Talent Management practice, which focuses on issues and trends in the workplace. In his previous role as Deloitte’s chief learning officer, Pelster was responsible for the total development experience of Deloitte professionals, including learning, leadership, high potentials, and career/life fit. Additionally, he was one of the key architects of Deloitte University.
Jeff Schwartz, Deloitte Consulting LLP | [email protected]
A principal with Deloitte Consulting LLP, Jeff Schwartz is the leader of the Human Capital practice in US India, based in New Delhi, and the global leader of Human Capital Talent Strategies and Marketing, Eminence, and Brand. A senior advisor to global companies, Schwartz’s recent research focuses on talent in global and emerging markets. He is a frequent speaker and writer on issues at the nexus of talent, human resources, and global business challenges.
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Acknowledgements
Global Human Capital Trends 2015 is the product of a worldwide team working over the past year, including hundreds of contributors from across the Deloitte network and the counsel and input of our clients.
Special thanks
Julie May for directing the Global Human Capital trends program. You seamlessly stitched together the various threads of the project, including managing dozens of country champions and an edito-rial team with more than 70 authors and contributors, to deliver a truly global survey and report. We appreciate your vision for the end product, your ability to juggle the many details of a truly multifaceted project, and your tenacity and grace.
Ben Dollar, Jen Stempel, Gregory Vert, Elizabeth Lisowski, and Hunter Wilcox for leading the Global Human Capital Trends program management office. Thanks to David Lee and Tom Atkinson for detailed research support. We are also grateful to Catherine Madden and Dan Henebery for driving the enhancements of the human capital dashboard to facilitate deeper explo-ration of the survey findings.
Junko Kaji, Matthew Lennert, Emily Koteff-Moreano, and the incredible Deloitte University Press team, led by Jon Warshawsky, for their editorial and design skills. You pushed us to sharpen our thinking and to deliver (we trust) sharper messages and practical insights.
Christy Hodgson, Alice Worsham, and Haley Pearson for leading our integrated marketing pro-gram, developing a series of initiatives to share the global report and survey through a growing web of digital, traditional marketing, and social media channels. Thanks to Melissa Doyle and Marielle Legair for managing the public relations programs.
The 2015 partner and director Global Human Capital Trends advisory council: Cathy Benko, Dave Foley, John Hagel, Tom Hodson, David Mallon, Jaime Valenzuela, Ardie van Berkel, Michael Stephan, Heather Stockton, and Jungle Wong. Thank you for your input throughout the process of identifying the trends and shaping the report.
Finally, a heartfelt thank you to Brett Walsh and Jason Geller, the global and US leaders of our Human Capital practices. We are grateful for your unwavering leadership, support, and counsel throughout this journey.
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Acknowledgements (cont.)
Global survey and research team
Research leadersShrawini Vijay and Hemdeep Singh
Research teamMegha Agrawal, Ekta Khandelwal, Tapas Tiwari, Zarmina Parvez, Ankita Jain, Mankiran Kaur, Rahat Dhir, Adhaar Gour, Rahul Sharma, and Saurabh Kumar
Contributors by chapter
Leadership: Why a perennial issue? Vishalli Dongrie, Josh Haims, Kim Lamoureux, Todd Tauber, Rens van Loon, and Alan Wang
Learning and development: Into the spotlight Richard Barrett, Diana Dai, Pip Dexter, Jason Galea, Todd Tauber, Amy Titus, and Henri Vahdat
Culture and engagement: The naked organization Juliet Bourke, David Mallon, Sjoerd van der Smissen, Nicky Wakefield, Natalie Wharton, and Jungle Wong
Workforce on demand: Are you ready? Anneke Andrews and Robin Erickson
Performance management: The secret ingredient James Edwards and Stacia Garr
Reinventing HR: An extreme makeover Mark Bowden, Mark Charron, Jonathan Eighteen, Ron Harman, Sandra Houillier, Rowena Moffat, Mark Maclean, Karen Shellenback, Petra Tito, and Jill Trafford
HR and people analytics: Stuck in neutral Stavros Demetriou, Boy Kester, Bart Moen, and Karen O’Leonard
People data everywhere: Bringing the outside in Mark Bowden, Andrew Hill, Karen O’Leonard, and Brett Walsh
Simplification of work: The coming revolution Juliet Bourke, Stephen Harrington, Tom Hodson, and Mary Ann Stallings
Machines as talent: Collaboration, not competition Alejandra D. Agostino and David Mallon
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Global Human Capital leaders
Brett WalshGlobal Human Capital leaderDeloitte MCS [email protected]
Dimple AgarwalGlobal Organization Transformation & Talent leaderDeloitte MCS [email protected]
Michael StephanGlobal HR Transformation leaderDeloitte Consulting [email protected]
David FoleyGlobal Actuarial & Advanced Analytics leaderDeloitte Consulting [email protected]
Nichola HoltGlobal Employment Services leaderDeloitte Tax [email protected]
Jeff Schwartz Global Human Capital leader, Marketing, Eminence, and Brand Deloitte Consulting LLP [email protected]
Human Capital country leaders
Americas & Chile
Jaime ValenzuelaDeloitte Audit y [email protected]
United States
Jason GellerDeloitte Consulting [email protected]
Canada
Heather StocktonDeloitte [email protected]
Mexico
Tomas Fernandez Deloitte Consulting [email protected]
Uruguay, LATCO
Veronica MelianDeloitte [email protected]
Argentina
Leonardo PenaDeloitte & Co. [email protected]
Americas
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Asia Pacific & China
Jungle WongDeloitte Consulting (Shanghai) Co. Ltd, Beijing [email protected]
Australia
David BrownDeloitte Touche Tohmatsu [email protected]
India
P. ThiruvengadamDeloitte [email protected]
Japan
Kenji HamadaDeloitte Tohmatsu Consulting Co. [email protected]
Korea
Kihoon (Alex) JoDeloitte [email protected]
New Zealand
Hamish [email protected]
Southeast Asia
Nicky WakefieldDeloitte Consulting Pte [email protected]
Asia Pacific
Brazil
Henri VahdatDeloitte [email protected]
Caribbean/Bermuda Cluster
Maghalie Van Der BuntDeloitte Dutch [email protected]
Colombia
Beatriz DagerDeloitte Ases. y [email protected]
Costa Rica
Arturo Velasco Deloitte & Touche [email protected]
Ecuador
Roberto EstradaAndeanecuador [email protected]
Panama
Jessika MalekDeloitte [email protected]
Peru
Alejandra D’AgostinoDeloitte & Touche [email protected]
Venezuela
Maira FreitesLara Marambio & [email protected]
Americas (cont.)
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EMEA & the Netherlands
Ardie Van BerkelDeloitte Consulting [email protected]
United Kingdom
Anne-Marie MalleyDeloitte MCS [email protected]
Feargus MitchellDTRAB [email protected]
Africa
Werner NieuwoudtDeloitte Consulting [email protected]
Austria
Christian HavranekDeloitte [email protected]
Belgium
Yves Van DurmeDeloitte [email protected]
Central Europe
Evzen KordenkoDeloitte Advisory [email protected]
CIS
Christopher ArmitageCJSC Deloitte & Touche [email protected]
Cyprus
George Pantelides Deloitte [email protected]
Denmark
Anja Ellegard DahlDeloitte [email protected]
Ethiopia
Kemal M. RashidDeloitte [email protected]
Finland
Anne GrönbergDeloitte [email protected]
France
Philippe Burger Deloitte [email protected]
Guy AgueraDeloitte [email protected]
Germany
Udo Bohdal-SpiegelhoffDeloitte [email protected]
Greece
Eleana GiabanaDeloitte Business Solutions [email protected]
Ireland
Cormac HughesDeloitte & [email protected]
Italy
Lorenzo ManganiniDeloitte Consulting [email protected]
Europe, Middle East, and Africa
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Kenya
Kimani NjorogeDeloitte Consulting [email protected]
Luxembourg
Filip GilbertDeloitte Tax & [email protected]
Middle East
Ghassan TurqiehDeloitte & Touche (M.E.)[email protected]
Nordics
Eva TuominenDeloitte [email protected]
Norway
Bjorn Helge GundersenDeloitte [email protected]
Poland
Magdalena JonczakDeloitte Business Consulting [email protected]
Portugal
João VazDeloitte Consultores, [email protected]
Spain
Enrique de la VillaDeloitte Advisory, [email protected]
Switzerland
Sarah KaneDeloitte Consulting [email protected]
Tunisia
Emna Kharouf Deloitte Conseil [email protected]
Turkey
Ayse EpikmanDeloitte [email protected]
Europe, Middle East, and Africa (cont.)
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